In order to recognize why negative politics occur during change, it is helpful to understand typical reactions to change. These are linked to the transition curve discussed in Chapter 8.
Think of a time when you have been involved in change, no matter how big or small. It could be moving home, a change at work, having your chil-dren going to school for the first time or leaving home, a change of partner or bereavement. Listed below are the seven phases of the transition curve and the symptoms that you may see in each. Tick those that you have personally experienced:
1. Shock
A sense of unreality and being overwhelmed.
What is happening?
Numbness
Is this really true?
A bolt from the blue
Disbelief
A kick in the teeth
2. Denial
Ignoring the change. Focusing on the past. Building up your defences to minimize the disruption. Denial can even result in a temporary increase in performance.
It will soon be over
I don’t believe this
Apathy
In the past we…
If I bury my head in the sand it will go away
3. Self-doubt
The reality of the change becoming apparent and causing uncertainty.
A decrease in performance. Depression.
I’m sinking rather than swimming
I’m not sure what to do
I can’t sleep at night
I feel angry
I gave my all and now look what I get
I don’t feel like mixing with other people
4. Acceptance
Letting go of the past and focusing more on the future. A willingness to consider experimenting with change. More optimistic.
I feel more hopeful about the future
I can see where things went wrong in the past
Maybe I could try …
I want to take advantage of …
OK, so I’m in this situation, I need to make the most of it
5. Testing
Trying out new ways of doing things. Productivity starts to improve.
Lots of activity and energy. Experimenting. Mistakes may occur.
I’ve so much to do
I’ve lots of ideas
I can’t concentrate
I’m frustrated that I can’t get everything done
I’m trying out new things
6. Internalizing
Reflecting on why and how there was a change. Searching for the meaning of what happened and why.
Withdrawal from activity
Quiet times, reflection
Sharing of insights
Talking it through with friends
Searching for meaning
An introduction to political intelligence (PQ)
7. Integration
Stability. High performance. Change has been thought through and new and better ways developed. Increased self-esteem.
Team work
Confidence
Clear focus and plan
I’m happy with where I’m at
The extent to which individuals experience each phase will be different. At the death of Princess Diana, there was public outpouring of grief, including shock, denial (‘Was she really killed?’) and uncertainty and self-doubt for some people, for example.
The length of time that people remain in each phase of transition is vari-able. Some people may be in denial during change while others are in the testing phase, for example. Some may never move to integration. Typically managers who are involved in creating change may be further on in the transition curve (see Figure 8.1) than their teams who are affected by change and may not yet be coming to terms with it. We have worked in many organizations who have encountered so much change that managers report becoming ‘numb’ towards it.
Organizational politics comes into play both in the descendant and ascen-dant parts of the curve. Why should this be so? People become unsure of their position, they may wish to protect their territory, they wish to influ-ence others in certain directions, or scarce resources need to be acquired.
At the initial stages of shock, denial and self-doubt, the emotional climate of the organization will be highly charged. This can lead to ‘huddling’ into frag-mented groups, complaining and blaming in a destructive way. Later on during changes some groups will start to benefit from change and some will perceive that they are losing out. Politics of influence will again be at the fore and new coalitions formed while old ones diminish. There will emerge the politics of winners and losers. The stages of acceptance and performance will lead to the establishment of regular processes for communication and settling differences. A more cooperative, orderly climate will often start to emerge.
A MODEL OF PQ
A model that helps us identify people’s PQ uses animal metaphors. It was originally devised by Simon Baddeley and Kim James. It describes two components of PQ – ability to read the situation, which can be low or high;
and integrity: people can be egocentric and seeking their own gain or unselfish and focused on the good of the organization.
There are four quadrants on the model that describe individuals’ possible positions in relation to PQ. In the top left-hand quadrant are individuals who do have the ability to read the political situation – they know who to influence and how. Nevertheless they do this for their own self-interest.
These are the wolves that have little integrity and are prepared to kill to survive. Sometimes hunting in packs, they can also operate alone – as a lone wolf. In the bottom left-hand quadrant are the asses. They, like the wolves, have low integrity and seek to further their own gain. However, unlike the wolves, their ability accurately to read the political situation is poor. They can make fools of themselves by trying to influence the wrong people, or influencing inappropriately.
In the bottom right-hand quadrant are the lambs. Their ability to read the political situation is low yet they have integrity and do want the best for the organization. Unfortunately, lambs can be herded, fleeced or slaughtered by wolves.
An introduction to political intelligence (PQ)
Wolves Owls
In the top right-hand quadrant are the owls. Their ability to read the polit-ical situation is high and so is their integrity: they want the best for the organization. Wise owls, they are able to fly above the ground and see what is happening below.
Consider the organization in which you work and look at the model shown in Figure 13.1. Identify people who you consider to be:
• owls;
• wolves;
• lambs;
• asses.
Next, consider your own ability to read the political situation at work. Is this ability high or low? Are you aware of different stakeholders’ needs? Do you know who to influence or are you largely ignorant of power bases and poli-tics? Plot where you sit on the ‘Ability to read the situation’ axis.
Now consider your own level of integrity during change. Do you act for the good of the organization or are you interested in your own gain? Do you work for the good of all employees or are you more interested in getting the best for yourself? Plot where you sit on the ‘Integrity’ axis.
The key message from this model is the need to ‘wise up’ to organizational politics. Many people see themselves as lambs, not interested in politics and prepared to go with the crowd. Taking a ‘neutral’ or ‘disinterested’ stand is in itself a political statement. Therefore because we are part of the organiza-tion, we cannot help but be affected by politics.
The following chapters aim to help you increase your PQ. The intent is to be positive and helpful during change, to work for the good of the organiza-tion and its people.